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Introduction: This thesis proposes new ways to think about change, a much discussed yet under-defined concept within organisational studies. The vast majority of existing work focuses on processes of organisational change, i.e. the management of change, whilst a small minority considers change in organisations, offering theories of change at the individual level. This study aimed to reverse the established research order by exploring individual interpretations of experiences of change at work to enrich and inform our understandings and indicate further and alternate areas for study. Methods: A Foucauldian theoretical lens was utilised to consider how ideas about change in the workplace have been constructed over time and why we think about change the way we do. A mixed methods approach was utilised. Bibliometric analysis and meta-narrative review were used to explore the development of the concept of change within organisational studies. A qualitative study was then conducted within the United Kingdom Ministry of Defence and National Health Service in England as organisations generally acknowledged to have undergone sustained, significant change over time. In-depth interviews (n=40) were conducted together with documentary analysis of materials volunteered by participants in order to investigate what individuals mean by change, how they distinguish between change and that which remains relatively constant (i.e. between change and stability), and how relationships are affected by change in organisations. These data were analysed using deductive and inductive analytical frameworks. A reflexive approach was adopted throughout data collection and analysis. How these insights might inform further research into change in organisations was then discussed in the context of related literature. Results: Six themes emerged from the investigation, namely: i) uncertainty at work; ii) progress and change; iii) dissonance and division; iv) definitions and boundaries; v) risks and vulnerabilities; vi) the role of stability. Participants described an organisational context dominated by change, most particularly frequent, imposed changes involving re-structuring and job moves. Change was seen to have created divisions between employees and the organisation, their colleagues and their sense of self, highlighting dissonance between personal/ professional and organisational values. Change was seen to go beyond the boundaries of the organisation into social and intimate worlds beyond work. Accounts of change included vulnerabilities for the organisation (e.g. reduced performance and employee dis-identification) and for individuals (e.g. employees’ well-being and the potential for discrimination). In contrast, stability was a neglected but important consideration for participants. Conclusion: This study suggests the normalisation of change as an everyday undertaking at work, contributing to individual and organisational uncertainty and vulnerability. This indicates not only a need to more clearly define change as a subject for study, but also a lack of consideration of stability as a source of certainty and balance. The use of change as a mechanism of control has contributed to a growth of managerialism and individualism and there is a need to better understand the troublesome effects of imposed change and its associated risks within and beyond the organisation. Conversely, the dynamic effects of organic change may offer significant benefits in allowing the organisation to adapt in accord with the wider environment.

This thesis focuses on the internal problems for companies changing customer service system and how to best avoid these problems and make the implementation of the new system as efficient as possible. The reason for focusing on the customer service systems was since more and more companies are transcending to e-commerce and having some form of customer service is common. As the technology is changing so does the requirements for the system and thereby companies are in need for constant change. The problem area is wide and the results can be applied to almost any company undergoing changes of customer service systems. In order to find the internal problems and how to avoid these to efficiently implement the new system, interviews were carried out with companies that had undergone some form of change in their customer service. Theoretical studies were also carried out in order to confirm the interviews. The results of the study were that companies need to involve the affected employees and work with employee involvement. Doing otherwise would in many cases make the employees resistant to change. Furthermore, the IT changes being carried out need to have a more humanistic perspective rather than technological perspective, as the case was. The main finding was that there was a clear connection between the level of employee involvement and the level of efficiency when changing to a new system. In addition, educating employees on the new system and information sharing about the system already before start would create efficient implementation.

Organisational change, particularly turnaround strategies have always been perceived differently, and received with mixed feelings by employees. The primary aim of this research was to explore the perceptions of SABC employees about the organisation’s turnaround strategy. The study employed a qualitative research design and conducted semi-structured interviews with ten employees and four key informants from the SABC’s radio-park in Auckland Park. A thematic content analysis was used to analyse the data that was received from the participants. Employees’ perceptions that emerged from a thematic content analysis of the study were, a need to balance organisation’s needs with the needs of all employees, employees’ concerns about their job security, relationships and communication gaps between management and general employees and employees’ different and vague understanding of the turnaround strategy. The main findings of this study were, SABC employees understood and perceived the turnaround strategy to be a cost cutting mechanism by the organisation to reduce its operational costs, the participants also indicated that they did not participate in any decision making regarding the turnaround strategy. The main conclusion drawn from the study is that the SABC should have allowed its employees to fully participate in the entire process of the turnaround strategy and use the strategy as a learning opportunity for its employees.

Rising global competition, the influence of advances in information technology and the financial status of companies are some of the imperatives that force organisations to restructure. In South Africa, the situation is even more compelling, with the recent economic situation of the country that requires companies to implement certain restructuring programmes designed to encourage sustainability organisation. These changes, however, do affect organisations and employees. It becomes critical that organisations implement it carefully, if they are to survive. This research has attempted to explore the relationship between organisational restructuring and the organisational culture at MES. A qualitative research approach was used for this study; a non-probability sampling namely purposive sampling was used for the purpose of this study. The main findings have presented that the organisational restructuring processes at MES have influenced positive organisational culture within the organisa-tion. Communication, interactions and relationships have increased amongst the employees since the organisational restructuring at MES. The research study hopes to influence the policy making processes regarding change and restructuring within MES. The study would contribute towards Occupational Social Work literature on organisational restructuring, organisational culture and Change Management.

Oft wird bei der Digitalisierung und Automatisierung von Arbeitsprozessen übersehen, dass dadurch für die Organisation gravierende Veränderungen angestoßen werden. Dieser Beitrag zeigt auf, dass solche Veränderungen zu einer Inkongruenz zwischen dem "was eine Organisation tut" (Praxis), "was sie kann" (Wissen) und "wer sie ist" (Identität) führen können. Um Veränderungen erfolgreich umzusetzen, müssen diese Inkongruenzen überwunden werden. Wenn Manager sich dessen bewusst sind, können viele Probleme wie z. B. der Zusammenbruch bestehender Routinen, Wissenslücken oder der Abgang von wichtigen Mitarbeitern vorhergesehen und gelöst werden.

The study examines the importance of competitive advantage and change in a dynamic environment. The purpose of the study is to explore how AAI could remain relevant and competitive in the market and examines how regularly changing its approaches to programme delivery could be used to meet needs of the community. The study also focused on the impact of AAI’s pace of change and how the pace impacted on the organization’s effectiveness and quality of programmed delivery. AAI relied on its past successful programmes to address the need of communities in many new countries. However, previously successful programmes did not prove popular when rolled in new markets. AAI programmes are suffering substantial withdrawals from beneficiaries. Beneficiaries are withdrawing from AAI programmes, complaining that the programme delivery approaches were not competitive and innovative. Many new organizations being formed are competing not just for beneficiary markets, but for financial resources (funding), skills and new ideas of delivering programmes. Traditional government type donors are being overtaken by a new crop of donors that is in favour of funding competitive and innovative organizations. Traditional aid organizations are losing market share to smaller agencies. The organizational structure of AAI appears not to support effective and efficient delivery of programmes. With no senior manager at the helm of the department, coordinating activities, sustaining competitive advantage and managing change within the programme department remained a challenge for the organization. A frastruated staff compliments exacerbated the situation. Employee turnover at the key and tactical levels resulted in the department operating without adequate staff and key personnel. This made coordination and cooperation amongst units very difficult. Various programme units operated in silos and mixed messages were sent to community resulting in the community being unhappy with AAI. Community felt that AAI did not consult with them when deciding on how to meet their needs. Community members felt that AAI was taking unilateral decisions and did not care about their feedback and the quality of the programmes delivered. This study further examines how AAI has suffered due to its inability to respond to the needs of community and its failure to adapt to the changing business environment. It reveals how innovation and adaptability is critical for retaining competitive advantage. It reveals how capabilities once built can be eroded by competition through copying. It concludes by revealing the importance of dynamic capabilities in sustaining competitive advantage as well as the need to change in response to the market. / Graduate School of Business Leadership / (M.B.A.)